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Inside banks' information and control systems: Post-decision surprise and corporate disruption

机译：内部银行的信息和控制系统：决策后的意外和公司的瓦解

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In response to the catastrophic outcome of the 2008-2009 Financial Crisis we report on a qualitative study of decision maker surprise in the banking industry. Banks use a remarkably sophisticated ensemble of information technologies for supporting their management control systems and enabling oversight by government regulators and industry watchdogs. Banks depend on a global network of data processing and information systems to provide their core banking services and to manage the complex financial and macroeconomic elements of their environment.They are also subject to federal and/or state oversight, which includes on-site examinations and quarterly financial data monitoring, to reaffirm their safety and soundness. Yet, the financial crisis caught them unawares. To get behind the headlines of the crisis, we opted to not study crisis decisions overtly, but rather to explore bankers' general ability to interpret the data that they were receiving via their information technologies and observations and to follow a number of crisis and non-crisis decisions that had surprise outcomes for them. Our focus is on understanding the context, process and patterns of decisions that resulted in surprise outcomes for bankers. We interviewed 23 senior executives from banks in the southeast who recounted fifty-one post-decision surprises that had occurred between 2008 and 2010. From analyzing those interviews, we found that they attributed surprise outcomes of their decisions to specific behaviors, including their complacency and over-confidence, their over-trusting of others, their deviation from protocol, their habitual information reporting and decisioning efforts, and their deficient detection of warning signals. In addition they tended to rationalize surprise outcomes by diverting blame to others. Combined, these symptoms reveal a chronic organizational and cultural susceptibility for being surprised. It was evident from our analysis that the bankers exhibited a narrow focus of attention and a reduced sense of inquiry, refrained from calibrating their mindfulness with the complexity of their decisions, limited their sense of accountability and experienced rigidity in procedures from bank routines and information standardization. Together, these elements nurtured less-mindful behavior and triggered surprise outcomes. Given the important role banks play in our financial world and the ineffectiveness of their elaborate information support systems for reliable management control the results are disturbing. (C) 2015 Elsevier Ltd. All rights reserved.
机译：为了应对2008-2009年金融危机的灾难性结果，我们对银行业决策者的意外情况进行了定性研究。银行使用非常复杂的信息技术集合来支持其管理控制系统，并实现政府监管机构和行业监管机构的监督。银行依靠数据处理和信息系统的全球网络提供核心银行服务，并管理其环境中复杂的金融和宏观经济要素，还受到联邦和/或州的监督，包括现场检查和季度财务数据监控，以确保其安全性和可靠性。然而，金融危机使他们无所适从。为了躲过危机的头条新闻，我们选择不公开研究危机决策，而是探索银行家通过信息技术和观察手段来解释他们所接收的数据的一般能力，以及跟踪许多危机和非危机事件的能力。危机决策令他们感到意外。我们的重点是了解导致银行家意外结果的决策的背景，过程和模式。我们采访了东南地区银行的23位高管，他们回顾了2008年至2010年之间发生的51次决策后的意外事件。通过对这些采访的分析，我们发现他们将决策的意外结果归因于特定的行为，包括自满和过度自信，对他人的过度信任，与协议的背离，惯常的信息报告和决策工作以及对警告信号的检测不足。此外，他们倾向于通过将责任推卸给其他人来合理化令人惊讶的结果。这些症状加在一起，揭示了长期的组织和文化易感性。从我们的分析中可以明显看出，银行家表现出狭窄的关注点和减少的询问感，不因其决策的复杂性而调整正念，限制了他们的问责感，并且对银行程序和信息标准化过程的僵化态度有所限制。这些元素共同培育了轻率的行为，并引发了意外的结果。鉴于银行在我们的金融世界中发挥着重要作用，并且其详尽的信息支持系统对可靠的管理控制的有效性不高，结果令人不安。 （C）2015 Elsevier Ltd.保留所有权利。

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